"Because multiple
value chain participants must
collaborate to deliver value, they must all participate in process analysis
and design - and achieve team learning. Only with the visibility provided by
process management can end-to-end processes
be understood, anomalies spotted, redundancy eradicated and inefficiencies
eliminated.

Process management integrates everyone and everything once;
thereafter, process design, transformation and experience take place freely
and continuously, not as a series of infrequent, long-winded, piecemeal and
distracting "integration projects" for each new process design. In this way,
participants truly learn about the process and the side effects of change on
the business," say
Howard Smith and Peter Fingar.3

The payoffs of
process
mastery can be breathtaking. Costs melt away, quality goes through the
roof, and time spans shrink to a fraction of what they were. In 1999 Hammer
and Company surveyed dozens of companies that had adopted the process
approach to work and business.

In order fulfilment, cycle times had
typically decreased by 60% to 90%

"Perfect orders" (those delivered on
time, with no mistakes) had increased by 25%

The cost of performing procurement
transactions had been slashed by more than 80%

Procurement times had shrunk 90%

In product development, the percentage
of successful launches rose by 30% to 50%

The time required to bring a new
product to market was shortened by 50% to 75%

(CFM)
manages business processes
across the traditional boundaries of the
functional areas. CFM relates to coordinating and
synergizing the activities of
different units for realizing the superordinate cross-functional goals and policy deployment. It is concerned with
building a better system
for achieving such cross-functional goals as
innovation,
quality,
cost, and delivery...
More

Today's end-to-end business processes are
dynamic systems. The goal of systems thinking is to manage the rapidly growing complexity of the
worlds of business and technology...
"End-to-end business processes are dynamic
systems, but today's business professionals are generally not trained in
general systems thinking. Too often constrained to a perspective limited by
ingrained business practices, rigid scripts and structured input-output
work, few professionals have a wide-angle view of, or experience dealing
with, end-to-end business processes."2

To achieve sustainable corporate growth, you and your people should live the
principles of 6Ws of corporate growth.
The "Six Ws"  what, why, who, when, where and how  are very powerful
words. Use them constantly to seek, either from yourself or from others, the
answers needed to manage effectively.

Innovation
used to be a linear trajectory from new knowledge to new product. Now
innovation is neither singular nor linear, but
systemic. It arises
from complex interactions between many individuals, organizations and
their operating environment. Firms which are successful in realizing the full
returns from their technologies and innovations are able to match their
technological developments with complementary expertise in other areas of
their business, such as enterprise-wide business process management, manufacturing, distribution, human resources,
marketing, and
customer service...